Evolution and HistoryContinuous ImprovementSix SigmaLean OperationsLean Six SigmaSummary and Questions

Total Quality Management Total Quality Management (TQM) continually evolved beginning in the 1950s, with a focus on process management, customer quality, and use of data and systematic procedures for understanding and resolving problems. Six Sigma Six Sigma grew in the 1980s, beginning at Motorola and spreading to companies including General Electric and AlliedSignal. It incorporated TQM as well as Statistical Process Control (SPC) and expanded from a manufacturing focus to other industries and processes.

Lean Operations Lean developed from the concepts comprising the Toyota Production System (TPS): elimination of waste of all types, including excess inventory and increased process speed. It established a focus on the customer definition of value and used that to determine the proper process timing and flow. Lean Six Sigma In the late 1990s, both AlliedSignal and Maytag independently designed programs which combined aspects of both Lean and Six Sigma. They cross-trained employees in both methodologies, creating project frameworks that combined the two techniques.

Six Sigma ( ) Lean (1980’s) Lean Six Sigma (1990’s)

Continuous Improvement can be traced to Taylor’s time studies Toyota focused on lead time and achieved Henry Ford’s cost with GM’s variety Motorola initiated “six sigma” to organize TQM tools into DMAIC Deming, Baldrige and Shingo Prize’s are Descriptive systems GE evolved six sigma into a Prescriptive quality system Lean Six Sigma integrates Lead time, cost and quality; strategy drives projects Fast Innovation

Measurement Standard  Frederick Gauss ( )  Concept of the normal Product Variation  Walter Shewhart (1920’s) Multiple Measurement Variations  Motorola…trademark  Bill Smith  Coined the term “Six Sigma”

Six Sigma is % Success for the Customer Normal Distribution Common Observations

Six Sigma Defect Reduction DMADOVDMADVDMAICDSSS Cycle Time Reduction CFPM Define Measure Analyze Optimize Verify Design & Manufacturing Define Measure Analyze Design Verify Define Measure Analyze Improve Control Develop Six Sigma Software Cross Function Process Mapping Designing New Processes Improving Processes Software Development Improving Cross- Functional Processes Methodologies

Practical orientation to the professional environment with the advisory and consulting perspective Usage of project management frame work to effectively execute projects Understanding business challenges in terms of Six Sigma Effective usage of tools and interpretations of outcomes Access to global practices to better understand and deploy methodologies Eliminate costs in order to sustain effective results Customization of processes and programs to suit specific organizational needs Ability to create a low risk engagement model for organizational success

What is Lean? (Operations, Manufacturing, or Production)  Lean is about doing more with less: less time, inventory, space, labor, and money. "Lean manufacturing", a shorthand for a commitment to eliminating waste, simplifying procedures and speeding up production.  Driven by…cost, quality, delivery, safety, & morale

Toyota Production System Empowers team members to optimize quality by constantly improving processes and eliminating unnecessary waste in natural, human and corporate resources. Influences every aspect of Toyota’s organization and includes a common set of values, knowledge and procedures. Entrusts employees with well-defined responsibilities in each production step and encourages every team member to strive for overall improvement. Toyota Production System delivers the following key benefits:  Quality inherent in Toyota’s products  Costs are kept to a minimum thanks to a good return on investment  Delivery is on time, and to the expected standard, allowing Toyota’s customers to plan and maintain their operations successfully  Environmental concerns are shared by Toyota and its customers, from manufacturing through to recycling at end-of-life  Safety is Toyota’s constant concern – both for its employees and for those of its customers.

Goals:  Eliminate waste  Smooth flow  Minimize disruptions  Minimize inventory  Reduce queue, setup, wait, transit times  Reduce lead time  Introduce flexibility  Reduce cost

Requirements:  Management commitment  Quality  Training  Worker involvement / ownership  Flexibility - people and equipment  Process changes  Supplier partnerships

Reduction In Wastes…What Wastes?

How can you eliminate Waste? (Metrics of Measurement) Overproduction: 1.Number of specimens delivered per hour 2.Number of batches per shift 3.Batch size passed between each process step Wasted Motion: 1.Travel distance associated with completing all process steps one time 2.Spaghetti diagrams of your staff during peak operation times. 3.Walking distance to areas where materials, supplies, and/or specimens are obtained. Transportation: 1.Steps associated with tube-travel diagrams 2.Time and distance specimens spend in courier cars 3.Distance your staff travels carrying reagents and supplies Waiting: 1.Telephone time spent waiting to relay a critical results 2.Length of time patients wait for outpatient phlebotomy 3.Length of time technologists spend waiting for specimens

How can you eliminate Waste? (Metrics of Measurement) Over processing: 1.Count the number of times specimens are sorted in specimen processing 2.Count the number of times technologists sort specimens before placing them on an analyzer 3.Count the number of times specimens are sorted before being placed into storage Defects: 1.Track defects passed downstream from process step to process step 2.Count the number of corrected reports per day 3.Count the number of specimens that required clean-up (re-spun, redraw, re-label, etc.) prior to analysis per analyzer Inventory: 1.Measure staff hours spent on ordering 2.Measure staff time spent on rotating stock 3.Measure the amount of consumables you have stored in the laboratory vs. in the store room Staff Talents: 1.Count the number of process improvement suggestions received each day from staff 2.Measure staff morale and satisfaction levels 3.Count the number of continuing education hours devoted to training your staff on process improvement methodologies and project management

Lean, pioneered by Toyota, focuses on the efficient operation of the entire value chain. Focus areas: Remove non-value added steps to: Reduce cycle time Improve quality Align production with demand. Reduce inventory. Improve process safety and efficiency. Six Sigma, developed by Motorola, made famous by GE, it can be defined as a: Measure of process capability Set of tools Disciplined methodology Vision for quality Philosophy Strategy Lean Sigma is a combination of two powerful and proven process improvement methods Lean and Six Sigma, that builds on existing organization capability in quality, statistics, and project execution.

The Roadmap (DMAIC) Define  Identify and Prioritize Opportunities  Select Your Project  Define the Goals and Objectives  Form Cross functional Team  Understand Customer Requirements Measure  Define and Analyze the Current Process  Assess the Capability of the Measurement Process  Assess the Current Capability of the Process  Variance Reduction

The Roadmap (DMAIC) Analyze  Identify the Key Input Variables  Discover the Relationship between the Inputs and Outputs  Identify the Root Causes of the Problems Improve  Identify and Test the Proposed Solutions  Re-assess Capability  Implement Solution Control  Document Results and Return on Investment  Take Actions to Hold the Gains  Celebrate and Communicate

Map the process to determine where defects are being created Map the process to determine where defects are being created RISK PRIORITY NUMBER (RPN) = SEVERITY X 0CCURRENCEX ESCAPED DETECTION Severe High Moderate Minor Negligible Occurrence Very High High Moderate Low Very Low (OCC) Severity (SEV) Escaped Very High High Moderate Low Very Low Detection (DET) Category Score Document failure modes for products and processes to identify defects' root cause Document failure modes for products and processes to identify defects' root cause ˆ s = ¯s+  A 2 A+  B 2 B+  AB 2 A B Run ABABy 1 yy...s ˆ y = y +  A 2 A +  B 2 B +  AB 2 A B Designed experiments to make process robust to variation Designed experiments to make process robust to variation Use control charts to understand & identify common & special causes Use control charts to understand & identify common & special causes Item Operator 1 Operator 3 Test 1Test 2 Test 1 Operator 2 Test 1 Test Glass Inspection Test Measurement System Analysis Verify assessment/ measurement systems Verify assessment/ measurement systems

DifferencesSimilarities  Sponsored and directed by leadership  Aligned with business objectives and tactics  Focused on delivering business results  Track record for delivering business results  Disciplined and systematic execution process  Brings in new tools to most companies – DOE, hypothesis testing, FMEA, Kanbans, PokaYoke  Uses many tools already familiar to many people – fishbone, process flow, SPC, brainstorming  Aligned with quality efforts  Uses a logical problem solving approach that will not be new to some  Aligned with past quality and reliability efforts – TQM, Baldrige, Deming Comparing Lean Six Sigma to Past Tools, Models, & Applications

Monitoring Tactics R Walk Through Review A L6 Tools Assessment F Gap Fill T Project Tracking

Monitoring Tactics L6 Practitioner Leadership Learning & Coaching Ability Knowledge Capacity Personality

Evolution and HistoryContinuous ImprovementSix SigmaLean OperationsLean Six Sigma